Definitions, Functions, Types, and

Theories of Management
 Objectives
• Define management
• Enumerate the functions, types and theories of management

• Explain and discuss the meaning, functions, types, and

theories of management

• Show interest in understanding the importance of

management in business, home, family and school.
 Management
Process of planning, decision making, organizing,
1. leading, motivating, and controlling the human
resources , financial, physical, and information
resources of an organization to reach its goals efficiently
and effectively. (iEduNote, n.d)
 Management
Management is a non-stop process of ensuring
2. continuity and growth within an organization
Functions of Management
 a. PLANNING
Involves determining the organization’s goals or
performance objectives, defining strategic actions that
must be done to accomplish them, and developing
coordination and integration activities.
 b. ORGANIZING
Demands assigning tasks, setting aside funds, and bringing
harmonious relations among the individual and workgroup
or teams in the organization
 C. STAFFING
Indicates filling in the different job positions in the
organization’s structure; the factors that influence this
function include the size of the organization, types of jobs,
umber of individuals to be recruited, and some internal or
external pressures.
D. LEADING/DIRECTING
Entails influencing or motivating subordinates to do their
best so that they would be able to help the organization’s
endeavor to attain their set goals.
 E. CONTROLLING
Involves evaluating and, if necessary, correcting the
performance of the individuals or workgroups or teams to
ensure that they are all working toward the previously set
goals and plans of the organization.
Types of Management
Web references and other books present different
management types but what they have in common are four
common categories which are discussed below:
 • Autocratic
• This management type is a one-way leadership where
there is a single authority. Team members are only
tehre to follow orders.
• The employees are given rewards for a job well done
but are given punishment if they fail
 • Autocratic
• This management type is beneficial in times of crisis
that need immediate attention. On the other hand, it
causes the staff to fear. They need to be closely
supervised and a poor relationship would be evident
among the team
 2. Persuasive
• The manager has a strong and centralized controlling business
decisions like the autocratic type of management.
• What differs is that in a persuasive type, the manager
convenes with his colleagues before he decides.
• employees are motivated not anymore by rewards and
punishment but by persuassive techniques
 3. Consultative
• in this type, leaders and workers have two-way
communication. Team members share their opinion in
solving issues of the company. Consequently, the
practice is costly, slow in decision making and
important changes are delayed.
 4. Participative
• There is a distribution of authority and power in
participative management. The company’s project is a
shared responsibility and each member has self-
direction.
Theories of Management
 A. SCIENTIFIC MANAGEMENT THEORY
This management theory makes use of the step-by-
step, scientific methods for finding the single best way for
doing a job. Frederic W. Taylor, the Father of Scientific
Management, is the proponent of this theory.
.
 Taylor’s Scientific Management Principles

• develop a science for each element of an individual’s

work to replace the old rule of thumb method.
• Scientifically select then train, teach and develop the
.

workers.
 Taylor’s Scientific Management Principles

• Heartily cooperate with the workers to ensure that all

work is done following the principles of the science that
has been developed; and .

• Divide work and responsibility almost equally between

management and workers.
 B. Henri Fayol’s General Administrative Theory

• This theory concentrates on the manager’s functions and

what makes up good practice or implementation.
• Henri Fayol is the contributor of this theory who
.

believes that management is an activity that all

organizations must practice
 B.B.Henri
HenriFayol’s
Fayol’sGeneral
General Administrative
Administrative Theory
Theory

• View it as separate from all other organizational

activities such as marketing, finance, research and
development, and others. .
 Principles of Fayol’s Management Theory

• Work division or specialization

• The whole work is divided into small tasks
• The specialization of workforce according to the skills
.

of a person, creating specific personal and professional

development within the labor force.
 Principles of Fayol’s Management Theory

2. Authority and Responsibility

• Refers to the issue of commands followed by
.
responsibility for their consequences.
• Authority means the responsibility means an obligation
for performance.
 Principles of Fayol’s Management Theory

2. Authority and Responsibility

• This principle suggests that there must be parity
between authority and responsibility. They are co-
.

existent and go together, and are two sides of the same

coin, and the authority must be commensurate with
responsibility.
 Principles of Fayol’s Management Theory

3. Discipline
• Refers to obedience, proper conduct in relation to
others, respect of authority, etc. It is essential for the
.

smooth functioning of all organizations. This will also

help shape the culture inside the organization.
 Principles of Fayol’s Management Theory

4. Unity of Command
• States that each subordinate should receive orders from
more than one superior, it is likely to create confusion
.

and conflict. Unity of Command also makes it easier to

fix responsibility for mistakes.
 Principles of Fayol’s Management Theory

5. Unity of Direction
• All those working in the same line of activity must
understand and pursue the same objectives. All related
.

activities should be put under one group, there should

be one plan of action for them, and they should be under
the control of one manager.
 Principles of Fayol’s Management Theory

6. Subordination of individual interest to general interest

• The management must put aside personal considerations
and put company objectives first. Therefore the interest
.

of goals of the organization must prevail over the

personal interests of individuals.
 Principles of Fayol’s Management Theory

7. Remuneration/Pay
• Workers must be paid sufficiently as this is a chief
motivation of employees and therefore great influence
.

productivity.
• The quantum and methods of renumeration payable
should be fair, reasonable, and rewarding of effort.
 Principles of Fayol’s Management Theory

8. Centralization
• The amount of power wielded with the central
management depends on company size. Centralization
.

implies the concentration of decision-making authority

at the top management. Sharing of authority with lower
levels is called decentralization.
 Principles of Fayol’s Management Theory

9. Scalar Chain of Authority

• Refers to the chain of superiors ranging from top
management to the lowest rank
.

• The principle that there should be a clear line of

authority from top to bottom linking all managers at all
levels.
 Principles of Fayol’s Management Theory

• However, there is a concept called a “gang plank” in

which a subordinate may contact a superior in case of
an emergency, defying the hierarchy of control. In this
.

event, the immediate superiors must be informed about

the matter.
 Principles of Fayol’s Management Theory

10. Maintenance of order

• Social order ensures the fluid operation of a company
through authoritative procedure. Material order ensures
.

safety and efficiency in the workplace. Orders should be

acceeptable and under the rules of the company.
 Principles of Fayol’s Management Theory

11. Equity/Fairness
• employees must be treated kindly, and justice must be
enacted to ensure a just workplace. Managers should be
.

fair and impartial when dealing with employees, giving

equal attention toward all employees.
 Principles of Fayol’s Management Theory

12. Stability/Security of tenure of workers

• the period service should not be too short and
employees should not be moved from positions
.

frequently.
• an employee cannot render useful service if he/she is
removed before he/she becomes accustomed to the
work assigned to him/her
 Principles of Fayol’s Management Theory

13. Employee Initiative

• Using the initiative of employees can add strength and new
ideas to an organization. Initiative on the part of employees is
.
a source of strength for an organization because it provides
new and better ideas. Employees are likely to take greater
interest in the funcstions of the organization.
C. Weber’s Bureaucracy
 C. Weber’s Bureaucracy
Max Weber, A German Sociologist wrote in the early
1990s that ideal organizations specially the large ones, must
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on what he referred to as bureaucracy .

 Weber’s Bureaucracy
According to Weber, bureaucracy is an organizational
form distinguished by the following components.
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• Hierarchal identification of job positions

.

• Detail rules and regulations

• Impersonal connections with one another
D. Organizational Behavior (OB)
Approach
D. Organizational Behavior (OB) Approach

• This involves the study of conduct, demeanor, or

action of people at work
• Research on behavior helps managers carry out their
functions-leading, team-building, resolving conflict,
and others.
D. Organizational Behavior (OB) Approach

• Robert Owen Mary Parker Follett, Hugo Munsterberg,

and Chester Barnard were the early supporters of the
OB approach.
• During the late 1700s, Owen noticed lamentable
conditions in workplaces and proposed ideal ways to
improve the said conditions.
D. Organizational Behavior (OB) Approach

• Follet in early 1900s. introduced the idea that

individual or group behavior must be considered in
organization management.
• In early 1900s, Munsterberg proposed the
administration of psychological tests for the selection
of would be employee in companies.
D. Organizational Behavior (OB) Approach

• Barnard, in the 1930s, suggested that cooperation is

required in organizations since it is, mainly a social
system.